Akamon Management Review
Online ISSN : 1347-4448
Print ISSN : 1348-5504
ISSN-L : 1347-4448
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Volume 18, Issue 2
Displaying 1-2 of 2 articles from this issue
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Managementthink
Article
  • Leadership Causing Radical Organizational Change through Continuous Emergent Process
    Cross-Case Comparison of Two Public–Private Partnership Cases
    Hirohiko Machida
    Article type: research-article
    2019 Volume 18 Issue 2 Pages 45-68
    Published: April 25, 2019
    Released on J-STAGE: April 25, 2019
    Advance online publication: March 23, 2019
    DOIhttps://doi.org/10.14955/amr.0180909a
    JOURNAL FREE ACCESS
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    Existing literature on radical organizational change represented by Plowman, Baker, Beck, Kulkarni, Solansky, and Travis (2007) indicates that continuous emergent process occurring unintentionally causes radical organizational change. Prior literature has not examined the possibility of this process occurring through strong leadership in major inertia, however, Machida (2017) demonstrates this process in the case of Yokohama City. This research aims to indicate two points: First, the causes of continuous emergent process occurring through strong leadership in major inertia through a cross-case comparison analysis of Yokohama City and X City. Second, a new model on radical organizational change, which combines the process indicated through the cross-case comparison analysis and existing literature.

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